This is the job of a product manager, who helps upper management, investors, and even customers understand the evolution of the product. You need someone who owns the overall road map, a high-level view of where the complete product will be over the next few years. For small products, it's possible to have one person perform both roles. To build medium to large products, you need both roles. The question is, do we need both roles or are they different terms describing the same thing? Many agile fundamentalists claim that the product manager role is unnecessary, because the product backlog is what defines the product road map, not the agenda of any one person's subjective interpretations. I recently attended an agile user group that included a panel discussing these two roles, which overlap because both represent the customer in discussions with development. Many times a product manager plays the role of product owner, but that isn't the only option. It's worth noting that "product manager" is also a job title, while in scrum the "product owner" role could be handled by someone with any title, as long as they're doing the specific tasks this role entails. They work with their teams daily to make sure the content in the sprint sees completion. The product owner grooms the team's backlog, answers the team's questions about requirements, has discussions with stakeholders, and accepts content from the team. In traditional development, whether waterfall or iterative, the "product manager" is the person who owns the product road map, advocates for the product internally, and represents the customer in meetings with development.
Agile product manager software#
These different approaches to software development and their perspectives made me consider why agile projects use both the product owner and product manager roles. Recently, I became a certified scrum product owner. I'm an experienced product manager who has supported both agile and waterfall development processes.
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